Internet Marketing Strategy implementation & practice

Selasa, 31 Januari 2017

(moderate music) - if you look in your emailinbox, you look at facebook, you look at twitter,you look at pinterest, you look at instagram,you look at any of that, you will see, literallyadjacent, here's something from my a company andthen here's something from your mom. - there's been too muchcontent forever, you know, since gutenberg invented(laughs) the printing press,

there's been people whohaven't had the time to read the bible, right? - [voiceover] contentmarketing is simply, you know, it's a nice term and lots ofpeople, consultants go around saying, "oh look, i know what this is." - but it's been hot andimportant and impactful and effective for over a century now. - it's like, whoa, somebody'sin the market who isn't just shouting about theirproducts, they're actually

doing some cool stuff for their customers. - well, you might besurprised to hear that i think it's very powerful, right? i mean, (laughs) soit's one of those things that i think is really, youknow, seth godin has said that content is really theonly marketing that's left, and i absolutely believe that. it's really the only way thata business, going forward, is gonna differentiateitself in a very crazy,

noisy marketplace. - but until you get tothe real heart of it, which is where is thecustomer, what's the customer involved in and what's thecustomer get out of this? i think it's essentially,kind of a, eh, who cares. (old fashioned camera rolling) - [voiceover] right now,while we sit in this meeting, mass selling, using all thespectacular resources of sound pictures and animated cartoons in color,

is helping to sell great masses of people in the way they like to be sold. - [voiceover] brandsand branding are really an artifact of the 1960s, '70s, and '80s. that's when we had big mass media, television dominated everything. family all gathered around in the evening, watched tv. advertising came on andwhat we did is we created

commonality, in otherwords, the family next door saw the same televisioncommercials that i saw. - [voiceover] that's whereyou found out about new products or services in the marketplace, that's where you foundout about new brands that might be great for your home, or great for your car, whatever. - [voiceover] so marketingfor a long time has been about interruption.

you know, i have to interruptyour day by putting on a television commercialwhen you're watching the game, or watching your favorite drama, or have to put in anadvertisement for when you're thumbing through themagazine that will cause you to stop, or reading a newspaperthat will cause you to stop, or, god forbid, call you athome with an unwanted message. - pushing it out, pushingit out, pushing it out. and it's always been that way,i mean, that's the history

of marketing. if you go back to whatthe four ps of marketing: product, price, placement, promotion. all in the control of themarketing organization, we decide what product we're gonna make, how many we're gonna make,how we're gonna price them, how we're gonna sell them,where we're gonna sell them, all those things. now i've created all thatand i've got to push that out

to you and i've got toconvince you to buy. so it's been primarily about persuasion. - [voiceover] it's one wherewe actually go out in some persuasive way to try andconvince someone that our product or service is better. we describe value,basically, that's the classic marketing training. if you look at how marketershave been trained in university since really, time began, it'show do we actually describe

the value of the productor service we're doing in an ever clever way? - and how do you dothat, you basically have levers that you pull. one of those leverswas advertising and you basically bought advertisingspace and you knew that for a certain amount ofinvestment you could expect a certain amount of return. good days, you did better,

bad days, you did worse, but over time you learned the metrics that could help you achieve that. - [voiceover] marketersfell in love with mass media because at that time it wasprobably the best way to market. it was just blossomingwhere you had newspapers and magazines andtelevision that could reach so many people and weweren't used to that. - [voiceover] somebodyelse owned the audience,

so usually that wastraditional publishing, so perhaps a newspaper or a magazine. and so to connect with thosepeople you had to go through some intermediary. you had to figure out a way to get in front of that audience. - [todd] the publishingindustry at the time, was very much, you know, a man with two lovers, if you like.

he had the audience onone side who he dearly, dearly loved but he actuallyreally loved the advertisers just as passionately, if not more when they came calling, right? so that whole dynamic was really founded on the principle of distribution. he owned, the publisherowned the distribution power at that point. - advertising was fabulous atgetting our attention, right?

this burst of disruption. and then what did itdo with that attention? absolutely nothing. it just hung there. now that was great whenyou had to watch it. - companies, corporations,media had all the power because we only had so many channels and consumers had only somany ways that they could get their information.

- [todd] with the advent ofthe internet, that disappeared. and suddenly the advertiserand the audience can find each other, or rather, thepublisher and the advertiser are essentially competingthrough the same channels to try to reach the audience. so that's really where brands have come into their own when theyrealize, "well, we don't have to "go through a third partyto reach this audience. "we can actually try toachieve that directly."

- [joe] instead of having to advertise in someone else's channel,i have the opportunity to create my own valuable,relevant, and compelling content in our own channelsto really create loyalty, build relationships directlywith what we like to call subscribers, instead ofgoing out and having to pay for that attention. - [voiceover] i think we haveto change the way we think about, you know, gettingaccess to the mind

of the consumer we want tohave a relationship with. and one of the best ways to do that today is through content. - [voiceover] contentmarketing, i think, preceded advertising when you go backin history the first ads really were content that was connecting with people around value. at some point, i think in the '50s, we decided to dazzle andsparkle by talking all

ourselves instead of interms of what they needed. - [voiceover] as theydefine content marketing, communicating withpotential customers to drive behavior has been around,you know, forever, right? for millions of years, sincethe first caveman tried to sell a rock to another caveman, right? he was creating a rock brochure. - [voiceover] we've alwayshad content marketing, we just did differentkind of iterations of it,

where it's come from. if we look back in the1800s there were quite a few companies that were tryingto figure out how to build lasting relationships withcustomers by not talking about their products and services. while not the oldest example in the world, my favorite example isprobably john deere's the furrow magazine. (gentle music)

(tractor engine running) - [voiceover] my name'sbart, i'm 37 years old. i have lived on this farm my entire life and i can remember beingfive, six years old, we were dairy farmers at that time and bucket feeding calves,bottle feeding calves. that's how we started. i bought this farm frommy dad, he's a second generation, about 10 years ago

and we raise corn, soybeans, and wheat, and we also raise beef livestock. i'd say i've been gettingthe furrow and reading the furrow for about five years now. i will say that i thinkthe articles in the furrow are very neutral. i mean, to the point that i always wonder, is this a john deere magazine or not? - [voiceover] the furrowcame along in 1895

when our company was under the direction of john deere's son, charles. he recognized that needfor farmers to have an accurate, unbiasedsource of information. anything that we think farmerscan use to improve their operations, that's somethingthat's gonna make it into the furrow. - [bart] i try to keyin on the soil health and soil fertility.

fertilizers have gotten veryexpensive through the years and how you apply them is very important, not only economically, butalso for the environment. i don't know where a companylike john deere sits on soil conservation as faras no till, versus being a more conventional type. to me, i think a companylike that has more to gain when people are working more ground. but, you know the furrowdoesn't just talk about that,

if they do at all, i mean, it's more about the opposite of that. - [voiceover] if you go back through the entire history of the magazine, i would be very surprisedif in that editorial space, you saw the words "john deere" mentioned more than 15 or 20 timesand that's going back 120 years. that veil of secrecy hasbeen lifted off of marketing.

people know when theyare being marketed to. the john deere brand stillstands for something. it stands for quality,it stands for honesty. and that's been a criticalcomponent of, not just the furrow's success, but ofjohn deere's success overall. - customers are reallyalways faced with issues. what are my customersreally concerned about? what issues do they have? what information are they looking for?

what kind of problems do they have and how can i help themsolve those problems? - focus on being goodto a specific audience. most companies need to devote resources and talents toward driving a very small, very niche audience. - [voiceover] understanddeeply, the buyer's that you're trying to reach. the people you're trying to reach.

you call them buyer personas if you like, that you're trying to reach. - [kirk] you need tosomehow integrate yourself into things that are valuableand important to them and you have to deliver that to them and manifest your interest,not just with words and pretty pictures, althoughthose are critically important but by actually doingstuff that matters as well. - [andrew] i think thebrands that really get it

are focused on beingpart of the information you want to consume. they're focused on creatinghigher quality content that inspires people tobuy something they didn't know they needed. - that's procter and gamble. i mean, they're trying to sell more soap. how are they going to do that? they said, "well, who are we targeting?

"we're targeting women. "women are trying tobuild their households. "what do they like, they likecertain kinds of programming." - [voiceover] they wanted tobe entertained, they were busy. most of them were women, they were working around the house. so when they were either working, or when they had anopportunity to sit down and take a break, theywanted to be entertained.

we began to go ahead and realize, let's provide them storylines, entertainment, something that will be so immersive that they'regonna come back tomorrow and the day after thatand the day after that. so deep characters, rich characters, stories lines that actually had meaning for these individuals,something they could relate to. and this is how we got into soap operas.

it was nothing that wascoined within the industry, this was something thatconsumers began to create for themselves and that'swhat they were calling them. what is the return on investment? you know, i'm sure that therewere people in the business that were asking that. you know, you can try to sell your story or you can just simply tell your story. and so that's what we were doing

and the brands were doing very well. the longest running onesthat we ever produced, such as the guiding lightand as the world turns, they all started on the radio. and then come the 1950s, theinvention of the television, they made that transition. we never really even started as a sponsor, we went all in. we went ahead and we started up our own

production company. we were hiring them to hire the writers, hire the actors. and i don't think thecompany ever really put any directives or, you know,characters must do this or a story must do that. but i think we hired creative people and irna phillips wassomeone that we worked very closely with.

she is legendary in termsof writing soap operas and she wrote for the guiding light for a number of years. so it's like any otherbusiness that p&g is in, we want to hire good peoplethat know what they can do and let them loose and letthem build that business. and that's exactly what irnaphillips and others did. - i don't think there's everbeen a hack for that, right? that's the bizarre part of this

of this business that ismore art than science. there's no way aroundneeding to have talent. good journalists have to have it, good screen writers have to have it. you have to know a goodstory when you see one. - [ann] that's something thatpublishers have always done that's what they do really well. and when they think about their customers, they think audience.

- [joe] if you look ateurope, where they called it customer media, customer publishing. uk, i mean back in theday, seven of the 10 top publications onthe newsstand in the uk were custom publications,were branded vehicles. (accordion music) - [voiceover] germany usedto be a magazine country. we have so many publishing houses and people still read a lot of magazines.

when you look at thenewsstands at the airport or the train stations, thereare still so many magazines on sports, on soccer,and things like that. with a small audience, magazinesonly with a circulation of 10,000 copies or so, butvery, very sophisticated in editorial design and editorial content. companies in germany who need to have, well, content for their products, i think they recognizedas well that with complex

matters, complicated productsand things like that, they need more content,more stories to tell about what they are doing. by 2000, 2001 we had a special term. we were talking aboutorchestration of different media channels with mobile channels with the internet and things like that. we, as corporate publishers,were the first ones to use tablet magazines, for example.

we invented corporate blogs and podcasts and things like that. and so we were doing content marketing already. - it was called all kindsof different things. so it was called custom publishing, custom media, branded content, customer media was big in europe. everybody was talkingabout it but they were

all using a differentlanguage to talk about it. - [kirk] i think there's alot of things that it isn't that people think that it isthat are really too simple and too truncated and don't get anywhere. lots of advertising agencies think of things as content marketing that aren't really content anda lot of content agencies aren't really marketing (laughs). and that's where i thinkit gets complicated.

- [voiceover] if you goup to somebody, like say, a ceo of an organization or president, and you say to them, "are you better at solving "people's problems than anybody else "in your space?" that's a question that'll interest them. but if you say to them, "are you the best contentmarketer in your space?"

they have no connection. - [joe] if we don'tstart communicating this in the same way, we're nevergonna grow as an industry. and sort of in 2007, you know,put the flag in the ground and said, "look, we're gonnacall it content marketing." and you just see this wave of momentum. (gentle techno music) - obviously, content marketinghas been around forever, but there's a whole newthing when content marketing

collides with theinternet and with digital. - [voiceover] there's beenthis cataclysmic shift in how customers gettheir information today. - [david] i remember wheni was first doing content marketing, i would see stats that said, "there was 20 millionpeople on the internet." i'm like, "20 millionpeople on the internet, "that's nothing," whenyou figure today there's billions of people on the internet.

- [joe] so if i'm tryingto get their attention, i'd better be creating somepretty fantastic information on an ongoing basis toget their attention. i can't just rely on the very few channels that we had in the '90s, now we've got hundreds of channels. so how are we going to getour audience's attention? - [david] one of thetimes i really thought, "wow, this is prettycool stuff," was the old

will it blend youtube videos and youtube had just started. youtube had been around, i don't know, months or something like that and blendtec, this verysmart company said, "well shoot, we can use this new media "to market our blenders." so they created this will it blend series. - i'm going to place,approximately, 50 marbles

in a jar(marbles clinking in jar) and i'm gonna run the ice cream cycle, which is the slowest cycle we have. (blender whirring) this is glass dust, don't breathe this. (jazzy music) i had no idea that this would turn into such a monster. a good monster.

i've always wanted to have the fastest, the most powerful thing i could have. so for a wedding present in 1968 i got a blender. and i thought, "man, i canmake this thing better." so for years we've had the opportunity to build a blender that would not fail. we're an engineering company, so we have 40 engineers.

no other blender company has 40 engineers. i'm an engineer, which was a real problem because we didn't have any marketing and sales. i thought that if we had thebest blender in the world that people would beat a path to our door. i thought if people go into a scoop shop or a smoothie shop or a coffee shop, and then people wouldgo in, they'd get these

fabulous drinks and they'd think, "wow, i gotta get one of these blenders. "i just can't wait. "hey, would you tellme what that name is?" and people would,literally, write it down. and i thought that's the way to sell, someone buys something fromyou and then demonstrates it in a commercial setting,that's the best way to sell it. not so.

we finally decided that we needed to hirea real sales person, a marketing person. he saw a pile of sawdust oneday and he asked someone, "what is that on the floor?" and they said, "oh,that's just tom, you know, "blending two by twos." and (laughs) he said, "really?" "yeah, sure."

so he buys a rotisserie chicken at costco and he buys a six packof coke and some marbles and rake handles and abunch of other goodies, came to me and said,"here, blend this stuff." and so i said, "okay." and so we filmed blending this. and he came to me five days later and he said, "tom, we hit a homerun! "we have six million views on youtube!"

and i said, "whotube?" - [voiceover] my name's holly jackman. my husband and i own fourroxberry smoothie stores. carrots, celery, cucumbers, beets, ginger, lemon, limes, make them taste incredible. nutrition never tasted so delicious. well, we did a lot ofresearching and looking around. i'd had a lot of home blendersthat i wasn't as happy with so we were very excitedwhen we found out about

the blendtec. we watched all thecommercials, will you blend it? we saw them throw in ipodsand all kinds of crazy golf balls and things inand we were very impressed. - [tom] we've done, on youtube, we have, i think 145 that are up. so in all total, not justyoutube, but other views, around a half a billionviews, 500 million views. i thought, "wow, this is great."

what an opportunity to sella product and not have to spend any money (laughs), you know. it was wonderful. so in short order, oursales were up 1,000%. and we just kept doing videos. at this point we used to say, "hey, check out this video, "you know, i'm blending an iphone." and, "whoa, really,you can blend an iphone

"in a blender?" that's how it used to be. the way it is now is people come to us and say, "hey, no question in our mind, "we're hooked on your videos," you know. "we want a blendtec blender." - our job is to now take that trust and not abuse it. we don't have to try toget into our customers,

they're already letting us in. - [julie] and that's a big difference. that's really that direct connection opens up a whole new world of relationship with consumers and contentis the fuel that creates that opportunity. and because we've gotthat connection with them around something that theyvalue, we don't have to pay to find them becausethey're coming to us.

they sign up for our emails,they follow us on facebook. - [voiceover] content at thispoint is a form of currency that brands, that brands that storytellers use to havea conversation with somebody. - [doug] if marketersare gonna use that new direct channel, just to dowhat they always did before. - like us, share this,click here, follow us, watch our video. - and just push their product messages,

it's an abuse of thechannel and, in truth, they lose the channel. they're now denied itbecause the consumer doesn't want to hear anymore. - this is the same problemthat was posed when the introduction of a newtechnology was introduced in the 1920s, and that was the radio. how do people want to interact? how are companies supposed to get their

messages across to their consumers? - the challenge in today'smarketing landscape is differentiating from your competitors. what's usually happening is the production of that product or theproduction of that service, you know, think of offshoring for services and you think of 3d printing for products. it's become commoditized and it's being, it's getting very, verydifficult for product companies

and services companiesto differentiate against all of the other competitionthat's out there. content allows you to do that. that is the biggest opportunity. - [jay] search, by definition, doesn't create demand, right? it just fulfills demand. nobody goes to google and says, "hey, i'd like to buy something.

"i don't really care what,just surprise me," right? of, socks, okay, ahamster, whatever you think is appropriate. - but nobody cares about your product, they're trying to solve a problem. - [voiceover] what are myaudience's pain points? what's keeping them up at night? what's important to them? - so market marcussheridan is a great example

of the power of content marketing. a couple of years ago,marcus was the co-owner of a pool company and it wasn't doing so well. so what marcus decided todo was to launch a blog, very simply, and answerquestions that his customers had based on the searches that they did as well as conversationsthat he had with customers. so a couple times a week,he would just come up with

a blog post that would bevery specific to a question. and he talked about thingsthat a lot of pool companies don't like to talk about. - [voiceover] in 2008,as most people know, the market crashed and for pool guys, this was a terrible time. we went through a periodof three straight weeks, we were overdrawing our bank account. i didn't know what we were gonna do.

i thought, every consultantthat i talked to said you need to close your business and that was when i discovered what today i know to be content marketing. all right, so this is the beginning of the next chapter off river pools and thatbig, red, shiny thing you see behind me is whatis considered a mold. and a mold is what is used to produce

a fiberglass pool. we always felt that we weregonna move in this direction of manufacturing and, of course, that's what you're seeing now. when we started river pools and we had two really nice stores, onein richmond, virginia, one in warsaw, virginia. and they were nice andthey had tanning beds and hot tubs and pooltables and all these things,

they weren't generating revenue. and i said, "okay, what can webe the best in the world at?" well, we know we can teachabout fiberglass pools better than anybody else. that's our thing. let's just focus only on fiberglass pools. let's forget the whole, wegot to have a building to feel like we've accomplishedthings, the edifice complex. and so we got rid of those retail stores.

we got out of the leasesearly, we paid the, you know, we paid the fees and all those things because we said, "now, we have a focus." so we moved into this big warehouse. and today, the waypeople view your building is the information theysee and it's what they feel on a computer screen. - when he saw that we could actually bring people to the site for free

by doing what he likes to do best, which is really is teach. - let's get everybody on board, let's get everyone involved, everyone in this company is a teacher, now let's do it. - [jason] we learned tothink like the consumer. and in doing that, we saw their questions.

we asked the questions ourselves. we would be on an appointment and a question would come up and the first thing we would think of is, "wow, we haven't written about that yet." or, "wow, that would make a great video." it forced me to kind of have to step up and learn how to write, learn how to, learn this whole new skill set.

- [marcus] we were on to something within about six months of producing content onthe river pools site. - we've developed a nationwide brand. so we're contacted by peoplefrom all around the world and all around thecountry on a daily basis. - i knew the consumerwanted to learn about pools. fine, fine, why not give it to them? why not become the wikipedia

of fiberglass swimming pools, which is what we became. people are gonna be vetting you, they're gonna be vetting me, they're gonna be coming to your website, they're gonna be coming there and saying, "i want to feelgood about my decision. "i want answers to my questions. "i want to get a sense for this company."

that's gonna happen aslong as we have this thing called the internet. the moment we stopped saying,"we're pool builders," and started saying, "we arethe best teachers in the world "about fiberglass pools and we happen to "install them as well," thatwas one of the most prosperous days of our lives. - the consumer has incredibleamounts of information. marketers are not accustomed to that.

marketers are accustomed to control. controlling the system, controlling the activities. and that's, i think,what creates the problem. marketers can't give up control. they don't want to give up control. they don't want to give it away. - [andrew] i think marketing is broken, to be honest.

i think, you know, ifyou're a marketer today, you're stuck in what i call a cmo pizza. you essentially have a fixed budget that is your pizza every single year and you just keep slicing itin more and more ways, right? you've got your seobudget, your ppc budget, your, i don't know, eventhe acronyms to add, right? you end up with this giantpizza sliced a million different ways, hopingto have a bigger impact

than you did last year. - [robert] the idea of themarketer as knowledge worker where being busy isn't thesame as being successful. which is he way we've reallyequated jobs for so long. and this traditionalorganization of the marketing department is as newtechnologies and as new channels come along, what we dois we throw a team at it. we throw a new process at itin the same old hierarchy. - you can approach contentmarketing as a program,

or you can approach it as a culture. programs, they live and then they die. they're forced, they're notenjoyed, typically, typically. but a culture becomes who you are. - we're seeing thistransformation of marketing departments that were set up long ago in those mass media days,they've transformed into publishing departments. and we've really seen that

and it's a big strugglefor large enterprises because you have to dismantlewhat we built over the past 30, 40, 50 years. - the brands who get ithave transformed the brand. they've become something else. and part of it is fromletting go of this idea of, you know, we owneverything about the brand, and trusting that ifyou engage a whole lot and give some of these brandvalues to your customers

something good happens. and something good thatyou can't even predict. (loud techno music) - yes, red bull's an amazing brand. - well, certainly, there'sthe red bull example. and they're the poster child of content marketing these days. - [voiceover] i think fromthe very beginning, red bull was a storytelling brand.

i spent six years at red bulland we were a marketing team and actually, i guess, mostof the content and activities came from the communications function within the marketing team. we used content as atool to tell our stories and to show people the amazing things that we were doing and the great athletes we worked with. a lot of the things that wedid at red bull were in the

action sports realm, sothat was super visual and spectacular and it justmade sense to capture that, and share that with the world. perhaps, a little arrogantly,we felt that the mainstream media weren't particularly good at filming and photographing the kind of sports and things that we were involved in, so we took ownership of that. at red bull, we were always told to focus

on the audience and whatwas important to them and what made thempassionate about their scene, about their sport, abouttheir favorite athletes, and really think about them as individuals and not really worrytoo much about how they all crossed over. so i think that sort of single-mindedness and focus on quite a few audiences was one of the things that put us ahead.

that we were able to say, "what would a "bmxer think is awesomeabout this bmx event?" rather than trying to thinkabout, "what would a youth, "aged 16 to 22 thinkabout this bmxer event?" they target people through their passions. whether it's music or sports or culture, these areas haverules, they have stories, they have stars and redbull pays a huge amount of respect to those scenesand those audiences.

and they don't treatthem like demographics, they treat them like thepassionate people that they are and they give them what they want. at red bull we felt like wehad an actual role to play and something that we couldcontribute to these scenes. and we were always lookingfor ways to help progress, create new things, helpfacilitate collaboration. and it felt really goodto be adding something into these scenes ratherthan just taking out.

and i think that was coreto the way that people felt about us as a brandoperating in these spaces. when i started at red bull,there was a huge amount of scope and free range. we were in each of the markets, absolutely entitled to do whatever we wanted to do, of course with a hugecommitment to quality. as the red bull media house took shape, the whole company began toprofessionalize its media

operations from legals andcontracts and licensing, through to production, quality,frame rights, and delivery. so there was a massiveundertaking to get ready to become a global media company, rather than a brand that was producing a lot of great content. - [todd] when you firststart getting serious about content marketingthen it really starts with appointing someone orunderstanding there needs to be

a custodian of the audience's view point within the organization. - you've got to have tremendous buy-in top to bottom, that's key. you've got to have a central organizer, that chief content officer,whatever you want to call that person, the content manager, and you've got to startoff on the same page. - they need to make a lifestyle change

and they have to swear off spending money on the stuff that doesn't work. and they have to say to themselves every single day, "i'm gonna create content." every single day for an hour or two or an entire day. or, if i'm a big company,10 people's entire days have to create content, full time. - [voiceover] you ever lookaround at all the incredible

technology in our worldand think to yourself, "how in the name of sciencedoes all this work?" me too. i'm baratunde thurston, and this is ge masterclass. - [katrina] when we,certainly when we started producing a lot of this content, it meant that we had toget into our factory floors and if meant that we hadto get into our labs.

and they're doing, you know,they're doing very important stuff in there and so alot of the culture change and the kind of learning and evolving came at those points. used to be that it couldbe very tricky to get onto a factory floor orto get to a customer site and now our customers call us sometimes and say we have this great new story, we'd love to do anotherproduction with you.

- [robert] i do believethat it is a practice, it is a skill that brands aregonna have to get good at. it is something that,whether they outsource the execution of it, youknow, whether they actually develop the talent withinto actually shoot video, create imagery, i think is notas important as the business getting good at managinga marketing process that is at its heart, amedia company-like process. it's interesting whatsome of these large brands

are doing now around content marketing. if you look at marriott and their creation of their content studiois they're putting a flag in the ground and saying,"look, we are a media company "and our goal is to be theleading informational provider "in the travel industry." they've said it and now they're puttingthe construct together to make that happen.

- [voiceover] i have apresentation that i give here and globally, called publish or perish. all right, the idea if wedon't start publishing, we're not gonna be aroundand not be relevant. it's the idea that today,as a brand, we're all really media companies, it goes back to all of us are media companies. so the marriott globalcreative and content studio is focused on developing content.

digital projects, we've got tv projects, we've got film projects. we've got stuff in animation. great story telling comes from people who know how to tell stories and the creative community, right? so we partner directlywith, mainly, influencers across youtube, instagram,and other channels, but also traditional talent in hollywood,

producers, directors, writers,to create content for us. (upbeat music) - look around, look at these people. they come in, they go out and we make that flow. - [david beebe] so the biggestproject we've done today is two bellmen, it's a short film. we partnered with a group in los angeles called substance over hype.

they are a parkour group, they do music, dance, motion, music,it's all their thing. created a 15 minute filmwhere the set is the hotel. it's just naturally a part of the story. it's never an integration, it's not about, "here's your key card,thank you for checking in." all right, that does not exist. you just naturally seeit in its environment. whey you let creators,give them parameters

and let them do what theydo best, storytelling, they'll figure out in an authentic way. it's when it becomes ugly programming is when a brand says,"well, can you put my logo "in there four times andstop it on the screen "for three seconds." content marketing is not overnight. you know, it's a marathon. and so you have to really educate folks,

that, you know, it's notgonna happen overnight, you have to scale this andyou have to really have that whole content ecosystem built and how you're using socialchannels and everything else to drive back to whereveryou want that center of your universe to be. - like a halfway decent human being, brands have to be aboutmore than themselves. - [voiceover] it's humansdealing with humans,

we forget that, right? instead of trying to be realtime, you got to be real. - [christie] that single-mindedfocus on your audience and what they love andwhat they really care about and trying to offer value in that space is something thatanybody, any brand can do. - and the rules by which we play by are human behavior, right? every organization, idon't care what you sell,

it's p to p, it's person to person, people to people. it's not stinking b to b, b to c, b to g, which is business to government, but the philosophies ofbecoming incredibly helpful, being a great teacher,listener, communicator, they don't change. i don't care what it is that you're on, what it is that you're doing.

so it's not about size, it's not about what you do. it's about a mentality and a culture. (car engines running) - [joe] jyske bank isone of the largest banks in denmark and for years they were paying a lot of money for sponsorships. and they didn't want to do that anymore. they didn't know if that wasa good use of their resources.

so they created jyskebanktv, targeting to financial consumers, and they started toanswer questions on this video channel about how consumers can save for retirement, how theycan get checking accounts, savings accounts, do thingswith their lives financially. and they were startingto share information like a media company would. - we say that if youcan't rely on the media,

you have to become the media. and that's, basically, what we think. - [voiceover] my name is rasmus nielsen. i work as a host andjournalist at jyske bank. well, since it startedin 2006, we started doing internal communication on tv and then in 2008, we startedalso sending to our customers. (speaking in foreign language) - [lasse] the hard part isnot to produce the content,

it's to get the right idea for the content and then to get the big "yes"from the ceo in the company, so you get in there. - [rasmus] we have hadour ceo call us and say, "hmm, that wasn't my kind of story, "but that's all right, i'm still here." but you need to have thatkind of ceo that thinks, "all right, i give you some freedom "and i won't intervene."

but, of course, you have an opinion, but he believes that if youtell it as a journalist, people will believe it and people will, they will like it. it's been a long processabout getting where we are now because peopleare very skeptic about this. but every time we do astory where people say, "oh, that's actually whatwe were talking about "in the canteen.

"so great that you guysare talking about it also, "even though it's kindsof bad story for us." but people are talking about it anyway, so if we don't talk aboutit, it will just, you know, grow bigger and biggerin the organization. - you earn the respect from the audience. you have to get good storiesthat go into people hearts. and when you reach peopleheart's, they will do the right things for the brain.

think like a publisher, producecontent that is relevant for your audience. you have to believe thatthis is the right way to go. and i don't think it'sjust the right way to go, it's they way you have to go. (bells echoing) - [christie] having thatreal respect for content as a thing unto itself, it will reward you if you invest in it.

but it's not somethingthat can be done cheaply or easily or quickly. - [kirk] the content business is the only part of this business thati can see credibly leading the new practice of advertising. and i'm moderately upsetbecause not enough of us are trying to do it. - [marcus] i don't get tired of it. if you have the right mindset

and if you believe that justbecause it was done that way doesn't mean it'snecessarily the right way, if you're willing to createand make the rules in your own industry, you cando exceptional things. - [robert] the real futureis, i think expansive. and what i mean by that is ithink content marketing itself is going to expand beyondwhat it is considered now. - [julie] when we looked at what we had in terms of a relationshipwith 100 million, you know,

uniques a year and thekinds of information that they give us basedon the way they connect with our content, we realizedthat that was going to be the fuel that would drive our future. - [joe] the number ofcompanies that are creating new products because theyhave a content marketing platform that's workingfor them and they're seeing new opportunities, is just amazing. - [christie] storytellinghelps cut through,

it helps us make sense of the world. content that has astorytelling backbone to it is just easier to consume,it's easier to remember, it's more engaging. i think it's an essentialpart of everything that we do. - [todd] and i think we're heading in this direction longer term. it's much more about thepersonality of the organization being able to come out andconnect and emotionally engage

with individuals ratherthan thinking the tactics of how we're going about things. it's actually putting aflag in the sand and saying, "we represent this, come with us." - [kirk] what brands haveto be in this new era, is they've got to be acoherent, core narrative. because that's the onlything that's gonna remain consistent and distinguishableand differentiating across all kinds of channels.

the only way (laughs), the only right way to do content marketing is to be a story. (fireworks booming) - or they can justassume that everything's already understood, right? but you know what they sayabout assuming (laughs). it doesn't always work out very well. - you cannot consume moreinformation (stutters), sorry, let me, (video rewinding).

- and take two. - brant, clear these guys out, quick. chase them all out. yell at 'em. (child screaming) (laughing) get these guys, they're too close. - [voiceover] oh, they saw you coming. - chuck norris was funbecause, what a wonderful guy

and i had an action figure of chuck norris and then a bunch ofthese bad guys with guns and beards and all this stuff. and so i put it in a blender-- - my dad drives a ford truck, i drive a chevy but weboth agree on john deere. - don't giggle, this is serious. - chuck, it looks like, um-- - [voiceover] total gym.

- total gym. i said, i said, "oh," i said, "i guess that, chuck,i guess that total gym "really works." - it's really prettyand it dresses nicely. (laughing)that's what i think the future of content marketing is. and it's gonna grow up andmarry a really nice boy. (sighs)and have a family.

- [voiceover] that's good.(laughing) - i don't know, does anybodyknow this (beep) really?